Social media and sensemaking patterns in new product development: demystifying the customer sentiment
- PDF / 3,265,679 Bytes
- 31 Pages / 439.37 x 666.142 pts Page_size
- 34 Downloads / 191 Views
Social media and sensemaking patterns in new product development: demystifying the customer sentiment Mihalis Giannakis1 · Rameshwar Dubey2 Thanos Papadopoulos5
· Shishi Yan3 · Konstantina Spanaki4 ·
© The Author(s) 2020
Abstract Artificial intelligence by principle is developed to assist but also support decision making processes. In our study, we explore how information retrieved from social media can assist decision-making processes for new product development (NPD). We focus on consumers’ emotions that are expressed through social media and analyse the variations of their sentiments in all the stages of NPD. We collect data from Twitter that reveal consumers’ appreciation of aspects of the design of a newly launched model of an innovative automotive company. We adopt the sensemaking approach coupled with the use of fuzzy logic for text mining. This combinatory methodological approach enables us to retrieve consensus from the data and to explore the variations of sentiments of the customers about the product and define the polarity of these emotions for each of the NPD stages. The analysis identifies sensemaking patterns in Twitter data and explains the NPD process and the associated steps where the social interactions from customers can have an iterative role. We conclude the paper by outlining an agenda for future research in the NPD process and the role of the customer opinion through sensemaking mechanisms. Keywords Social media · New product development (NPD) · Artificial intelligence · Sensemaking · Customer sentiment
1 Introduction The rapid development of Big Data Analytics, Artificial Intelligence (AI) techniques and their associated applications have brought tremendous opportunities to enterprises (George et al. 2016; Zhan et al. 2020; Fosso Wamba and Akter 2019; Duan et al. 2019; Dwivedi et al. 2019; Akter et al. 2019, 2020), but also the need to transform Operations and process management has evolved at the same time (Matthias et al. 2017; Kache and Seuring 2017; Fosso Wamba and Queiroz 2020). The New Product Development (NPD) is one of the strategic cores of enterprise survival and development, and an important focus area in corporate strategy and decision making processes (McCarthy et al. 2006; Gonzalez-Zapatero et al. 2017; Yan
Extended author information available on the last page of the article
123
Annals of Operations Research
and Wagner 2017). In this ever-changing environment, it is imperative for companies to develop new products meeting the demands of the highly complex, dynamic and unpredictable business environment (Nambisan 2002; Yan and Azadegan 2017), but also foster innovation in the process while targeting operational efficiency (Lam et al. 2016). In previous decades, NPD was highly reliant on several stages such as market research, product idea creation and product design. The decision-making at each stage was deemed difficult because of the challenges in obtaining information from various involved parties (McCarthy et al. 2006) and often with a significant cost in terms of
Data Loading...
